Association between Relational Trust, Company Value Disciplines, and Organizational Performance in Top Management Teams

This study aims to investigate the relationship between relational trust’s effects on organizational performance and company value disciplines and its mediating effect on the interaction between company value disciplines and organizational performance. Furthermore, it incorporates the characteristics of the top management team in the mediation regression model as control variables to observe their influencing effects. Through the Taiwan Hotel Association, this study used purposive sampling to select decision-makers from the top management of member companies, including chairpersons, chief executive officers, assistant managers, and directors. The data were collected through a questionnaire survey, with 212 valid samples ultimately recovered. According to hierarchical regression analysis, relational trust had a partial mediating effect on the relationship between company value disciplines and organizational performance. Additionally, the mediating effects of relational trust on this relationship were significantly affected by integrating the characteristics of the top management team into the model. These findings suggest that owners and top managers of restaurants and hotels should effectively implement human resource management practices and performance management systems in their day-to-day business operations and team decision-making to reduce agency problems and prevent harmful competitive behaviors within the organization that may undermine company interests.